Ch12

Competitive Advantage in Mature Industries ,[object Object],[object Object],[object Object],OUTLINE

Competitive Advantage in Retailing : Retailers with the High est and Lowest Valuation Ratios T OP 15 Valuation Sales Ratio ($,bil.) Amazon.com ( US ) n.a. 3.9 Caremark Rx (US) 18.0 6.8 Expedia 16.6 0.6 Autozone ( US ) 13.1 5.3 Hennes & Mauritz ( Sw e.) 10.5 5.9 Next (UK) 10.1 3.6 Bed, Bath & Beyond ( US ) 8.5 3.7 Woolworth (Australia) 8.0 16.0 Gap ( US ) 4. 1 14.5 TJX (US) 6.9 12.0 Inditex (Spain) 6.8 4.7 Wal-Mart ( US ) 5.7 244.5 Radio Shack 5.6 4.6 Family Dollar Stores 5.1 4.2 B est Buy ( US ) 5.0 20.9 Toys-R-Us 0.6 11.3 J.C. Penny ( US ) 0.7 32.3 Federated Dep t. S tores ( US ) 1.1 15.4 J. Sainsbury (U K ) 1.1 29.8 Ito-Yokado ( Japan ) 1.1 28.0 Ahold 1.2 78.3 Safeway plc (UK) 1.3 29.8 Pinault-Printemps -Redoute ( France ) 1.4 32.2 Sears Roebuck ( US ) 1.4 41.4 Dixons Group ( UK ) 1.4 8.0 Albertson’s ( US ) 1.5 35.6 May Department Stores ( US ) 1.7 11.9 Office Depot (US) 1.7 11.4 CVS 1.9 24.2 Kingfisher (UK) 2.0 17.6 BOTTOM 15 Valuation Sales Ratio ($, bil . )

Key Success Factors in Mature Industries ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Sources of Strategic Innovation in Mature Industries ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Product, Process, and Strategic Innovation over the Life Cycle TIME RATE OF INNOVATION Process innovation Strategic innovation Product innovation

Strategy Implementation in Mature Industries:The Traditional Model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

The Competitive Environment of Declining Industries ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],{

Strategy Options in Declining Industries ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Strategy Alternatives for a Declining Industry COMPANY’S COMPETITIVE POSITION Strengths in remaining demand pockets Lacks strength i n remaining demand pockets INDUSTRY STRUCTURE Favorable to decline Unfavorable to decline DIVEST QUICKLY NICHE or HARVEST HARVEST or DIVEST LEADERSHIP or NICHE

Ch12

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